Identifying the Dimensions of the Human Resource Productivity Model in the Social Domain of the Welfare Organization with the Approach of Promoting the Employer Brand

Abstract

The present study aimed to identify the dimensions, components, and indicators of a human resource productivity model in the social sector of the Welfare Organization with an emphasis on employer branding enhancement. This applied study adopted a descriptive design using a mixed-method (qualitative–quantitative) approach. The research population consisted of human resource experts within the Welfare Organization, from whom 20 participants were selected through purposive and judgmental sampling. Data were collected through an extensive review of knowledge resources and semi-structured interviews. Data analysis was conducted using directed qualitative content analysis supported by MAXQDA software. The analytical process included open coding, categorization, and theme development. Content validity was confirmed through expert review, and reliability was assessed using the Holsti coefficient. The findings revealed that human resource productivity in the Welfare Organization is shaped by a multidimensional system of internal and external determinants. At the macro level, political, economic, technological, and socio-cultural factors formed the contextual environment influencing productivity outcomes. At the organizational level, managerial practices, organizational culture, structural arrangements, technological capacity, operational processes, and individual employee characteristics emerged as core drivers of productivity and employer brand development. The interaction among these dimensions demonstrated that human resource productivity is a systemic phenomenon arising from the alignment between institutional context, organizational mechanisms, and employee experience. The final model comprised 502 conceptual codes, 92 indicators, 10 components, and two overarching dimensions, providing a comprehensive framework for sustainable productivity improvement. The study concludes that improving human resource productivity in social service organizations requires an integrated systemic approach combining environmental alignment, managerial transformation, organizational culture development, and individual empowerment, through which employer branding can emerge as a strategic outcome of sustainable organizational performance.